1
TEMPLATE 4: ACTION PLAN
Case number: 2018CZ317039
Name Organisation under review: Masaryk University – Faculty of Science
Organisation’s contact details:
Faculty of Science, Kotlarska 267/2, 611 37 Brno, Czech Republic
T: +420 775 352 944, +420 549 49 1402
Barbora Wahlova – wahlova@sci.muni.cz, T: +420 775 352 944
Roman Cermak – rcermak@sci.muni.cz, T: +420 549 491 402
SUBMISSION DATE: September 27, 2018
1. ORGANISATIONAL INFORMATION
Please provide a limited number of key figures for your organisation. Figures marked * are
compulsory.
STAFF & STUDENTS FTE
Total researchers = staff, fellowship holders, bursary holders, PhD. students either
full-time or part-time involved in research
1373
Including 786 Ph.D.
students
Of whom are international (i.e. foreign nationality) 179
75 + 104 Ph.D. students
(out of which some are in
employment relationship)
Of whom are externally funded (i.e. for whom the organisation is host
organisation)
245
data from daily updated
site:
https://www.muni.cz/o-
univerzite/fakulty-a-
pracoviste/prirodovedecka-
fakulta/statistika
Of whom are women 564
281 women researchers +
284 Ph.D. students (out of
which some are in
employment relationship
with the faculty)
Of whom are stage R3 or R4 = Researchers with a large degree of autonomy,
typically holding the status of Principal Investigator or Professor.
324
R4 - professor, associate
professor;
R3 - lecturer, researcher,
scientific support,
researcher's support
Of whom are stage R2 = in most organisations corresponding with postdoctoral
level
263
lecturer, researcher's
support, postdoctoral
research fellow
Of whom are stage R1 = in most organisations corresponding with doctoral level 786
Ph.D. students,
2
including 146 in
employment relationship
Total number of students (if relevant) 3679
As of 26.7.2018
Total number of staff (including management, administrative, teaching and
research staff)
1032
587 researchers + 146
Ph.D employed students
+ 72 admin staff + 227
laboratory technicians,
technical positions,
Botanical Garden,
Library…
RESEARCH FUNDING (figures for most recent fiscal year) €
Total annual organisational budget 58.602.580
Annual organisational direct government funding (designated for research) 23.108.920
Annual competitive government-sourced funding (designated for research,
obtained in competition with other organisations – including EU funding)
11.659.620
Annual funding from private, non-government sources, designated for research 7.019.230
ORGANISATIONAL PROFILE (a very brief description of your organisation, max. 100 words)
The Faculty of Science MU (FoS) is a higher education institute at Masaryk University (MU),
established pursuant to Section 22 (1) b) of the Higher Education Act of the Czech Republic and
specified in section 2 b) of Annex No. 2 of the MU’s Statute. The FoS is organized in 13 relatively
autonomous departments and 2 institutes, of varying size and complexity – from circa 20 to 200
employees, and having their own departmental organisation rules. As an integral part of the
University, FoS cooperates closely with the Faculty of Medicine and Central European Institute of
Technology (CEITEC) at Masaryk University.
The Faculty has endorsed principles of the Charter and the Code as a separate organisation.
2. STRENGTHS AND WEAKNESSES OF THE CURRENT PRACTICE:
Please provide an overview of the organisation in terms of the current strengths and weaknesses of
the current practice under the four thematic headings of the Charter and Code at your organization.
Thematic heading of the
Charter and Code
STRENGTHS and WEAKNESSES
Ethical and professional
aspects
free txt maximum 500
words
STRENGTHS:
Freedom of research, respect to ethical principles as well as
professional responsibility, attitude and accountability are strongly
anchored within the Faculty research community. Compliance with this
principle is promoted by a long tradition as well as strategic documents
3
(https://www.muni.cz/en/research) that include inputs from the
International Scientific Advisory Board
(https://www.muni.cz/en/research/isab). Quality is also assured
through the internal regulations implemented at the levels of
University, Faculty as well as Faculty individual Institutes/Departments
and through other internal control mechanisms like the Faculty and
University Academic Senate.
More details on the Faculty and its research activities see here.
Dissemination, exploitation of the results and public engagement are
well assured by various means including Technology Transfer Office
[http://www.ctt.muni.cz/en], web news portal
[https://www.online.muni.cz/en], monthly printed magazine
[https://www.online.muni.cz/pdf-verze/10164-muni-rocnik-2018] or –
for example - database of MU experts serving to public and journalists
[in Czech: https://www.online.muni.cz/experti]. Faculty is also actively
involved in activities for public such as annually organized “Night of
Researchers” [http://www.noc-vedcu.muni.cz/] and others.
WEAKNESESS:
As an outcome from the Gap Analysis, consultation sessions, the
Faculty researchers identified following major areas requiring
improvement, which are applicable to multiple Thematic Groups in
addition to Ethical aspects:
* Missing a Faculty Evaluation/Appraisal system providing all R1-R4
and their supervisors with clear framework for setting and evaluating
performance targets based on roles & competencies while still
maintaining space for individual department specifics and academic
freedom.
* Missing Faculty Role system containing job descriptions/competency
models for researcher roles (University rules exist, but are too general),
allowing specification of criteria for a candidate/employee evaluation.
* External Communication & Employer Branding: very low visibility of
the Faculty externally, missing modern and complex Faculty web site
that would be also in English and containing an appealing Faculty
Career page.
* Missing complete information and training in English (equal to the
one provided in Czech), language barrier for not Czech speaking
researchers.
Ethical and professional major specifics requiring actions are:
* Missing structured information sharing and training on Ethical
principles, in the initial employment stage (Onboarding) and also
during the researcher employment.
4
* Missing specific know-how and sufficient support for preparation
and project writing (including complex international projects), and
financial management.
* Missing general framework of H&S training and documentation
process (preferably in eLearning tool and provided in English as well)
that would be applicable to all Faculty departments.
* Missing the Faculty information security process - data
management, data back-up, and data security.
Recruitment and
selection
free txt maximum 500
words
STRENGTHS:
For this thematic heading several weaknesses have been identified.
However, as a strength we can highlight natural attractiveness of the
Faculty as an employer for researchers due to well-known intellectual
potential and extremely interesting fields of research.
More details on the Faculty and its research activities see here.
The Faculty is also known for its strong commitment towards
improvement. The new dean, in the office since February 2018 for
minimum of next 4 years, as well all of the stakeholders (including
academic staff and researchers) are strongly committed to this process
and guarantee its long term sustainability.
WEAKNESESS:
Following areas for improvement were identified by researchers and
also by the involved HR experts during the Gap Analysis:
* Well-presented Faculty recruitment policy, in addition to the
University regulation that would include all OTM-R principles, criteria
for Selection committee composition also from gender perspective,
recommendations related to career breaks in the CV and candidate
evaluation guide are missing.
* There are no Faculty specific recruitment process description and
practical guidelines in place helping to apply advanced job advertising,
sourcing and evaluating and hiring techniques in a unified way.
* Involved faculty staff (HR team for academic positions, departmental
staff for non-academic positions) does not use all up-to- date
recruitment techniques, sources and channels.
* Existing University eRecruitment tool (INET), is not fully utilized.
* Insufficient Employer branding: low visibility, missing modern and
complex Faculty web site that is also in English, and, especially, own
Career Page showing potential career paths to candidates.
* Missing Faculty Career Code as one of the selection pillars, especially
in case of internal hiring, see also a Weakness in Working conditions.
5
Working conditions
free txt maximum 500
words
STRENGTHS:
Good situation exists in both Research environment (principle 23) and
Working conditions (24), in the sense of top infrastructures and
facilities which are commonly open and shared among researchers
including natural cooperation of highly skilled professional teams.
Existing system allows to adapt to researchers’ specific needs related to
their family and work balance, including part-time contracts, sabbatical
leave, flexible working hours etc., even though not always formally
supported by Faculty regulations. The open spirit is also reflected by
natural support and appreciation of co-authorships (32) within faculty
as well as externally. The co-authorship is also supported by a newly
implemented Czech National Methodology for Evaluating Research
Organisations and Research, Development and Innovation Purpose-tied
Aid Programmes (approved under Czech Government Resolution No.
107 of 8 February 2017, so called „Methodology 17+“).
Other principles are also naturally implemented such as
acknowledgements of (international) mobility (29), which is among our
top priorities, supported by the University body International Support
Office [https://www.muni.cz/en/about-us/organizational-
structure/rectors-office/999222-international-support-office/aboutthe-site]
and Centre for International Cooperation
[https://czs.muni.cz/en/] offering a number of opportunities for both
incoming and outgoing students and researchers.
The same applies also to intellectual property rights (31), where
trainings as well as implementation are assured through the University
Technology Transfer Office (http://www.ctt.muni.cz/en)
Balanced demands and synergies in research and teaching (33) are
naturally implemented. Individuals thriving for research are less
requested in teaching of (especially undergraduate) classes. These are
covered by dedicated “lecturers”. On the other hand, opening an
elective class is among the undeniable rights of all academics and
researchers as reflected in the key Faculty document – the Statute.
The right to participate in the decision-making (35) is assured through
democratic and open systems of Academic senates at both Faculty and
whole University levels.
WEAKNESESS:
As the outcome from the Gap Analysis consultation sessions shows, the
Faculty researchers identified following major areas requiring
improvement:
6
* Missing Faculty Evaluation/Appraisal system, see also a Weakness in
Ethical aspects.
* Missing Faculty H&S training process, see also a Weakness in Ethical
aspects.
* Language barrier, see also a Weakness in Ethical aspects.
* Well-presented Faculty recruitment policy, see also a Weakness in
Recruitment.
* Missing Faculty Career code built on the new Faculty Role system and
allowing individual departments to add their specifics, containing
career development paths for R1-R4, rules for selection/evaluation and
career advisory rules. This Weakness is applicable to multiple Thematic
Groups.
* Missing Faculty working time regulation (flexible working hours,
home office).
* Faculty Internal communication – Missing faculty HR intranet with all
necessary employment info in one place, also in English, low visibility of
the University Career Center, lack of information about existing
educational programs, and training and development opportunities.
* There is certain feeling of insecurity among researchers with respect
to duration of their employment contracts, especially in their early
stage, but not limited to this time frame only.
* Missing better visibility of women researchers, better gender &
cultural diversity awareness.
* Missing Faculty reporting mechanism for eventual ethical issues,
conflicts and grievance cases – Ombudsman role (University complaint
process is in place).
Training and
development
free txt maximum 500
words
STRENGTHS:
Although some improvements are needed, certain aspects of
Continuing Professional Development (38) and Access to research
training and continuous development (39) are well implemented.
Examples include natural right of researchers to participate at
professional congresses as well as courses and trainings provided at the
level of University and Faculty improving namely pedagogic/teaching
abilities (http://cerpek.muni.cz/), language skills
(https://www.cjv.muni.cz/en/), advancing in e-learning
(https://is.muni.cz/elportal/), and others. There are many training and
development opportunities for R1-R4 at the University, even though
not advertised and communicated enough.
WEAKNESESS:
As an outcome from the Gap Analysis, consultation sessions, the
Faculty researchers identified following major areas requiring
improvement:
7
* Missing the Faculty Career code, containing career development
paths for R1-R4, built on the Faculty Role system, see also a Weakness
in Working conditions.
* Missing the Faculty Evaluation/Appraisal system, see also a
Weakness in Ethical aspects.
* Missing the Faculty Role system containing also job
descriptions/competency, see also a Weakness in Ethical aspects.
* Faculty Internal communication – Missing information about existing
educational programs and training and development, see also a
Weakness in Working conditions.
* Missing well developed educational concept for doctoral students
and also postdoctoral research fellows and training for early stage
researchers in academic writing and publishing.
* Missing formal Faculty training/mentoring guidelines, and mentor
assignment for early stage researchers.
* Lack of mentoring and communication skills and time management
also applicable to senior researchers.
* High administrative burden on supervisor’s side.
3. ACTIONS
The Action Plan and HRS4R strategy must be published on an easily accessible location of the
organisation’s website.
Please provide the web link to the organisation's HR Strategy dedicated webpage(s):
*URL:
http://www.sci.muni.cz/cz/HRS4R,
http://www.sci.muni.cz/en/HRS4R/
Please fill in a sum up list of all individual actions to be undertaken in your organisation's HRS4R to
address the weaknesses or strengths identified in the Gap-Analysis:
Proposed
ACTIONS
GAP
Principle(s)
Timing (at least by
year’s
quarter/semester)
Responsible
Unit
Indicator(s) /
Target(s)
Free text -100 words
max
Retrieved from
the GAP
Analysis
1. Implementation of a
Faculty Role system
11, 16, 21, 22,
33, 37, 39, 40
Pilot study/Preparation
31.5.2019
* HR Award Team
* HR Department
* HR Award Work
[web link],
[% positions with job
descriptions in place]
8
(Role systemization),
including related job
descriptions and
competency models as a
basic pillar for multiple
stages of the employee
life cycle, using also the
European Framework for
Research Careers, which
identifies both necessary
and desirable
competencies for each of
the four broad profiles
for researchers (R1 to
R4). The new faculty
Role system will enable:
* Transparent
recruitment, candidate
evaluation and its
formalization.
* Structured employee
evaluation.
* Employee training and
development.
* Considering additional
organizational level and
consequently subdepartment
lead role to
be added to the
departmental
organisational structure.
Implementation
30.09.2020
Group (Department
Heads)
2. Creation of a faculty
Career Code, built on the
new Faculty Role system
and allowing individual
departments to add their
specifics in their
departmental
operational procedures,
containing:
* Career development
paths, presented on the
faculty Career page, and
being referenced from a
job advertisement.
* Rules for granting
unlimited contracts, and
for limited contracts the
aim to provide the
longest contract
duration (3 yrs.) possible
with respect to existing
project financing
condition.
* Mandatory mobility
aspects.
* Appointment of
Faculty Career Advisor
13, 21, 25, 28,
29, 30, 33, 38
Pilot study/Preparation
31.5.2019
Implementation
30.09.2020
* HR Award team
* HR Department
* HR Award Work
Group (Department
Heads)
[web link],
[% positions with
career path
description in place]
9
role, ensuring access to
the career advice.
* Specification of both
research and teaching as
competencies for
individual roles.
3. Implementation of a
new faculty Employee
Evaluation/Appraisal
System, containing:
* Framework for setting
evaluation targets for
individuals - public
engagement activities,
research/teaching
targets, leadership and
mentoring targets etc.
and employee
evaluation against
targets.
* Presence of
international evaluators
for senior researchers.
* Specification of rules
for motivation bonus
(variable pay).
9,11, 26, 32, 33,
37, 38, 39,
Pilot study/Preparation
31.5.2019
Implementation
30.09.2020
* HR Award Team
* HR Department
* HR Award Work
Group (Department
Heads)
[Faculty process in
place],
[# employees
evaluated against
targets]
4. Creation and
implementation of the
Faculty OTMRecruitment
Policy
applicable for
recruitment of both
academic and nonacademic
positions
including:
* Specification of
responsibilities for the
Faculty recruitment
process.
* Rules for appointment
of a selection
committees according to
the type and character
of positions and
committee composition
(e.g. recommendations
for gender balance and
diversity, expertise of the
members, voting rights,
presence of
external/international
members, career breaks
in the CV, seniority etc.).
* Rules for candidate
evaluation within the
selection.
* Concept of internal
recruitment.
* Publishing the policy
using the Faculty
communication system.
12, 14, 17, 20,
27
Pilot study/Preparation
31.5.2019
Implementation
30.09.2020
* HR Department
* HR Award team
* HR Award Work
Group (Department
Heads)
[web link],
[date of latest
update],
[# staff informed]
10
5. Creation and
implementation of the
Faculty OTMRecruitment
Process
(Guidelines), both for
external and internal
hiring, as a practical
methodology and helpful
framework, including:
* Detailed recruitment
process description.
* Guidelines and
templates for external
and international job
posting.
* List of recruitment
channels and sources.
* Templates for
transparent candidate
evaluation (interview
feedback form),
antidiscrimination list of
questions (What to ask
and not to ask at the
interview).
* Templates for
situational
communication with
candidates.
13, 15, 16 Pilot study/Preparation
31.5.2019
Implementation
30.09.2020
* HR Award team
* HR Department
* HR Award Work
Group (Department
Heads)
[web link],
[date of latest
update],
[# staff informed],
[list of channels for
job posting],
[web link Euraxess],
[hiring manager
feedback],
[# of informed
applicants],
[successful candidate
feedback]
6. Translation of all
relevant
Faculty/University
documents, websites
and employee
mandatory training into
English.
Initiated with a rule of
"Only Czech/English
communication to all
employees and faculty
relevant regulations to
be issued from January
2019", and ongoing for
all new relevant
documents and
communication, also in
line with planned
University Language
policy.
1,2,3,4,5,6,7,10,
23, 24, 26, 31,
33, 35
Pilot study/Preparation
01.01.2019
Implementation
30.09.2023
* HR Award team [% of documents in
English],
[% of trainings in
English]
7. Creating a Code of
Ethics for the FoS,
expanding the
University’s Code, to
focus on principles of the
HRS4R
2 31.12.2018 * Legal Team [web link],
[# of employees
informed]
8. Implementation of an
Onboarding process as a
phase following the
Recruitment process in
the Employee Life Cycle,
including:
* Guidelines (handbook)
for new employees.
1,2,3,4,5, 31,
32, 36,37, 40
30.06.2020 * HR Department
* HR Award team
* Working group
(Department Heads)
[# of new employees
trained], [successful
candidate feedback
after first 12]
months], [# of
employees leaving
within the first 12
months], [# of
11
* Training of new
employees in ethical and
professional aspects of
research, intellectual
property rights, coauthorship
and H&S.
* Official mentor
assignment to a new
employee and related
actions.
* Establishing a new
employee/hiring
manager (supervisor)
feedback mechanism.
employees leaving
due to performance
issues], [exit
interview feedback]
9. Implementation of
Refresher training in
ethical and professional
aspects of research,
intellectual property
rights, co-authorship
and H&S.
1,2,3,4,5, 31, 32 31.12.2021 * HR Department
* HR Award team
[# of employees
trained]
10. Implementation of
eLearning tool allowing
systematic and efficient
onboarding and
refresher training.
1,2,3,4,5,7, 23,
31
30.09.2020 * HR Department
* HR Award team
* Faculty IT Team
* University IT Team
[# of employees
trained],
[web link]
11. Implementation of
the Faculty Health and
Safety training and
documentation process.
7, 23 31.12.2019 * Faculty H&S team
* Legal Team
* Working group
(Department Heads)
[web link],
[# of employees
trained]
12. Implementation of
the Faculty Information
Security process for data
management, data
back-up and security.
7 30.06.2021 * Faculty IT Team
* HR Award Team
* Legal Team
[web link],
[# of employees
informed]
13. Improvement of the
Faculty Internal
Communication:
* Implementation of the
Faculty Intranet, section
supporting
administration
processes, HR (My HR
portal) and research
project administration,
including:
- internal Career Advice
site, which will contain
basic career advisory,
important info and
reference containing
references to the
University Career Center,
all Faculty vacancies,
and also reference to
external research
opportunities presented
by the Czech recruitment
engine Researchjobs.cz.
- section on available
trainings related to
researcher competency
building, also available
4, 6, 24, 25, 26,
30, 33, 39
30.09.2022 * HR Award Team
* HR Department
* Faculty PR Team
* Steering
Committee (Dean’s
Board)
[web link],
[# of employees
informed]
12
in English.
* Implementation of the
Faculty periodic
newsletter, bringing
faculty core information,
information related to
strategic goals, and
containing “Successful
women” section.
* Implementation of
intradepartmental
communication
framework, so that
employees and doctoral
students are updated on
strategic plans and
status of projects, on
project administration
methodology and
targets.
14. Improvement of the
Faculty External
Communication &
Employer Branding:
* Creation of a new
complex Faculty website
including a Faculty
Career page, containing
success stories of the
Faculty alumni and
Successful women”
section.
* Creation of a faculty
Communication plan,
including public
engagement activities
department wise.
8, 9, 13, 27, 30 31.12.2019 * Faculty PR Team
* HR Award Team
* Steering
Committee (Dean’s
Board)
[web link],
[web site visit rate]
15. Implementation of
an educational concept
for Early stage
researchers – Ph.D.
students and
Postdoctoral research
fellows:
* Postdoctoral
researcher fellows:
Development of a
dedicated internal
concept for attracting,
hiring, onboarding and
career development of
postdoctoral researcher
fellows with focus on
incoming/international
researchers (dedicated
web, information flyer,
training).
* Doctoral students:
Development and
implementation of a
concept for education
(Doctoral school),
8, 21, 28, 32, 38 31.12.2022 * HR Award Team
* Vice-Dean for
Science, Research,
Foreign Relations,
and Doctoral Studies
* HR Award Work
Group (Department
Heads)
[web link], [flyer],
[# of doctoral
students trained],
13
mentoring and personal
development of doctoral
(Ph.D.) students,
including preparation of
guidebooks for Ph.D.
students, supervisors,
heads of Ph.D.
programmes and other
stakeholders; system of
continuous trainings as
well as preparation of a
follow-up support for
further career
development after
graduation, including
“how to write a scientific
publication” training.
16. Establishing a
Faculty Ombudsman
role and procedure to
create an independent
channel for reporting
and solving eventual
ethical and
discrimination issues,
complaints, disputes and
people issues, and also
for gender and diversity
advisory, in addition to
the University bodies.
10, 27, 32, 34 30.06.2021 * Legal Department
* HR Department
* HR Award team
* Steering
Committee (Dean’s
Board)
[web link],
[# of complaints
solved],
[# staff informed]
17. Competency
building for support
staff:
* Implementation of an
initial and refresher
advanced recruitment
techniques and process
training for involved
staff, including social
media utilization &
active sourcing etc., also
in eLearning form.
* Ensuring ability to
provide services in
English - Enhancement
of English courses for the
support staff, focused on
conversation and
expertise.
* Implementation of soft
skill training in cultural
and gender diversity and
generation specifics.
* HR techniques and
strategies
* Talent management,
Employer branding,
Analytics & Reporting
(e.g. recruitment cost
and efficiency).
* Usage of enhanced
existing IS/IT tools.
10, 13, 16, 24,
26, 27
30.06.2022 * HR Award team
* HR Department
* HR Award Work
Group (Department
Heads)
[# staff trained],
[Rating from the
Employee
Satisfaction Survey]
14
18. Competency
building for senior
researchers:
* Leadership training for
senior researchers,
managers and
supervisors, including:
mentoring, coaching and
communication skills,
time management,
cultural and gender
diversity generation
specifics.
Mentoring competency
building to be supported
by cooperation with the
Czech representation of
European Network of
Mentoring Programmes
for the Advancement of
Equal Opportunities and
Cultural
and Institutional Change
in Academia and
Research
[http://www.eument-
net.eu/.
Leadership training to be
provided in appropriate
form and using
professional experienced
and mature lecturer,
who would be respected
by senior researchers.
* HR minimum for senior
researchers (HR
Academy).
22, 27, 30, 33,
36, 37, 40
30.06.2022 * HR Award team
* HR Department
* HR Award Work
Group (Department
Heads)
* Usage of external
trainers
[# staff trained],
[Rating from the
Employee
Satisfaction Survey]
19. Decrease of
administrative burden by
reviewing existing
university IS/IT tools:
* Adjustment of internal
university eRecruitment
tool, so that its full
functionality is utilized
(e.g. data collection,
automatic feedback
etc.).
* Ensure IT-IS tools are
further developed and
configured so that they
allow utilization of all
existing functionalities:
University applications
on the internal systems
(INET, IS), University HR
system (Magion) and
others.
13, 37, 40 30.09.2022 * HR Award team
* HR Department
* Faculty IT team
* University IT team
[web link],
[% of recruitment
process covered],
[# of posted
vacancies],
[hiring manager
feedback],
[# of informed
applicants],
[# of tools
reconfigured]
15
20. Implementation of
Faculty Employee
Satisfaction Survey, in
the end of the Revised
Action Plan
implementation phase,
anonymous, focused on
some of the Charter and
Code principles - working
conditions and
supervision, with
communication of
results on the Faculty
level and follow ups at
the Researchers Focus
Group reviews.
23, 24, 27, 28,
36
30.06.2023 * HR Award team
* HR Department
* Faculty IT team
* University IT team
* HR Award Work
Group (Department
Heads)
[response rate %]
21. Creation and
implementation of
Faculty Working time
rules, in addition to the
University framework
regulation, including
flexible working hours
and home office.
24 30.06.2021 * HR Department
* HR Award team
* Legal Team
* HR Award Work
Group (Department
Heads)
* Steering
Committee (Dean’s
Board)
[web link],
[# of employees
informed]
22. Implementation of
Faculty gender
sensitization actions
and their
communication: e.g.
“Successful women”
campaign. Cooperation
with the Czech
Researcher Centre for
Gender and Science,
Institute of Sociology,
Czech Academy of
Sciences
[www.genderaveda.cz].
27 30.09.2022 * HR Award team
* Faculty PR Team
* Legal Team
[web link],
[# of actions]
23. Creation of the
Faculty training and
development guidelines,
including framework
process description, as a
practical methodology
for the Faculty and
departmental training,
mentoring and
development activities.
36, 37, 38, 40 31.12.2021 * HR Award team
* Legal Team
* HR Award Work
Group (Department
Heads)
[web link],
[# of employees
informed]
The establishment of an Open Recruitment Policy is a key element in the HRS4R strategy. Please also
indicate how your organisation will use the Open, Transparent and Merit-Based Recruitment Toolkit and
how you intend to implement/are implementing the principles of Open, Transparent and Merit-Based
Recruitment. Although there may be some overlap with a range of actions listed above, please provide
a short commentary demonstrating this implementation. If the case, please make the link between the
OTM-R checklist and the overall action plan.
(free text, 1000 words maximum)
Recruitment rules and methods at the Faculty still require some improvements. There is University Recruitment
Regulation in place, covering majority of the OTM-R principles, fully followed for recruitment of academic
positions, and partially for non-academic positions. It is, however, perceived as rather general framework
document missing details from the OTM-R perspective.
Based on outcomes from the analysis performed in the OTM-R Checklist - Template 3 we agreed to implement
following 8 actions, which are also part of the Action plan:
16
Proposed ACTIONS OTM-R
Principle(
s)
Timing (at
least by
year’s
quarter/s
emester)
Responsible
Unit
Indicator(s)
/ Target(s)
1. Creation of FoS OTM-R Policy applicable
for recruitment of both academic and nonacademic
positions including:
* Specification of responsibility for the
faculty recruitment process and metrics.
* Rules for appointment of the selection
committees according to the type and
character of positions and its composition
(e.g. recommendations for gender balance,
expertise of the members, voting rights,
presence of external/international members
etc.)
-> Action Plan Item # 4
1, 4, 5, 6, 7,
16, 17, 18
Pilot
study/Prepara
tion
31.5.2019
Implementati
on 30.09.2020
* HR Award team
* HR Department
* HR Award Work
Group
(Department
Heads)
[web link]
[date of
latest
update] [#
staff
informed]
2. Creation of FoS OTM-R Process
(Guidelines), both for external and internal
hiring, including:
* Guidelines and templates for external and
international job posting, including
references to specifications of working
conditions.
* Regularly updated list of recruitment
channels and sources with Euraxess jobsite
emphasized.
* Antidiscrimination guidelines (what to ask
and not to ask) and links to respective
faculty/university bodies, e.g. Panel for Equal
Opportunities.
* Guidelines for candidate evaluation
including evaluation feedback form, helping
in application of the judging merit principle.
* Hiring manager feedback after employee’s
first 12 months
* Feedback from a successful candidate
after becoming an employee
* Guidelines for administrative part of the
recruitment and pre-employment process
(e.g. reporting, documents and data
management)
* Rules for communicating with candidates,
including templates for situational reactions.
-> Action Plan Item # 5
1, 2, 6, 7, 8, 9,
10, 11, 12,
13, 14, 15,
17, 19, 20,
21, 23
Pilot
study/Prepara
tion
31.5.2019
Implementati
on 30.09.2020
* HR Award team
* HR Department
* HR Award Work
Group
(Department
Heads)
[web link],
[date of
latest
update],
[# staff
informed],
[list of
channels for
job posting],
[web link
Euraxess],
[hiring
manager
feedback],
[# of
informed
applicants],
[Feedback
from a
successful
candidate]
17
3. Competency building: implementation of
an initial and refresher recruitment
techniques and process training, including
social media utilization for involved staff.
-> Action Plan Item # 17, 18
3, 12, 13, 14,
19
30.06.22 * HR Award team
* HR Department
* HR Award Work
Group
(Department
Heads)
[# staff
trained]
4. Advancement of existing Internal
eRecruitment tool
[https://inet.muni.cz/app/index.jsp?id=pers.j
obs_mu] so that:
* Data collection is feasible, and basic
recruitment metrics are set up.
* Recruitment tool external part containing
job advertisements is adjusted and contains
web links to information on
faculty/university working conditions,
benefits etc.
* Part of the eRecruitment tool used for
communication with candidates is
sophisticated and allows automatic feedback
and other communication patterns.
-> Action Plan Item # 19
4, 5, 6, 7, 9,
20, 23
30.9.2022 * HR Award team
* HR Department
* Faculty IT team
* University IT
team
[web link],
[% of
recruitment
process
covered],
[# of posted
vacancies],
[hiring
manager
feedback],
[# of
informed
applicants].
5. Improvement of faculty External
Communication & Employer Branding Creation
of a new faculty website, to offer
new appealing faculty Career page, and
information about infrastructure and
facilities relevant for the underrepresented
groups (e.g. handicapped, women returning
from maternity leave etc.).
-> Action Plan Item # 14
8, 9 31.12.19 * PR Team
* HR Award Team
* Steering
Committee
(Dean’s Board)
Indicator/s:
[web link].
6. Onboarding process (new joinee
adaptation) implementation as a phase
following the Recruitment process,
including induction (initial) training,
guidelines for new joinees, feedback
mechanism etc.
-> Action Plan Item # 8
10 30.06.20 * HR Department
* HR Award team
* Working group
(Department
Heads)
[successful
candidate
feedback
after first 12]
months], [exit
interview
feedback]
7. Implementation of a faculty Role system
(Role systemization), including related job
descriptions and competency models as a
basic pillars for transparent recruitment,
allowing specification of criteria for
recruitment evaluation, using also the
European Framework for
Research Careers, which identifies both
necessary and desirable competencies for
11, 19 Pilot
study/Prepara
tion
31.5.2019
Implementati
on 30.09.2020
* HR Award Team
* HR Department
* HR Award Work
Group
(Department
Heads)
Indicator/s:
[web link],
[% positions
with job
descriptions
in place]
18
each of the four broad profiles for
researchers (R1 to R4).
-> Action Plan Item # 1
8. Establishing a faculty Ombudsman role to
create an independent channel for solving
people related issues, in addition to the
university bodies.
The Ombudsman role will be presented on
the new faculty website.
-> Action Plan Item # 16
22 30.06.21 * Legal
Department
* HR Department
* HR Award team
* Steering
Committee
(Dean’s Board)
Indicator/s:
[web link]
If your organisation already has a recruitment strategy which implements the principles of Open,
Transparent and Merit-Based Recruitment, please provide the web link where this strategy can be found
on your organisation's website:
URL: OTM-R principles Partially Implemented in https://www.muni.cz/en/about-us/official-notice-
board/rad-vyberoveho-rizeni-mu
4. IMPLEMENTATION
General overview of the expected implementation process:
free text, 1000 words maximum)
HRS4R AT THE MASARYK UNIVERSITY – FACULTY OF SCIENCE: BACKGROUND
For a good understanding of the proposed HRS4R Gap Analysis, Action Plan and its proposed
implementation process at the Faculty of Science (FoS, Faculty), it is important to understand
positioning of the Faculty within the Masaryk university (MU. University), and also positioning of
the Faculty’s relatively autonomous departments, therefore please see details as follows:
The Faculty of Science (FoS, Faculty) was established in 1919 as one of current 9 faculties of the
Masaryk University (MU, University). MU, the second largest university in the Czech Republic, is a
public institution. There are 36.000 students studying at MU - including Ph.D. students and the
University has 5 000 employees. At the present time, 930 research projects are being carried out
university-wide.
Within the MU, the FoS with 3700 students (including 800 Ph.D. students), 1100 employees, and
circa 1400 researchers (including Ph.D. students) provides almost 50% of the university research
volume, and 60 % from the perspective of the applied research volume. The Faculty is, for all
practical reasons, an autonomous economic unit. The faculty is funded from two sources – state
budget and project financing. Part of state budget MU receives from the Ministry of Education is
subsequently allocated to FoS based on number of students, scientific and teaching results,
graduation rate, and other criteria. This represents roughly 40% of the Faculty’s yearly budget,
with additional approximately 60% of Faculty’s budget being represented by money coming from
research projects.
19
The Faculty has 2 locations – renovated historical complex in a city centre and a newly built
modern university campus Bohunice. The Faculty is governed by the University extensive
framework regulations and strategies, having its own operating procedures built on the university
regulations in some instances. The Faculty is fully autonomous in selecting priorities and
directions in its research activities.
FoS is a complex, research-oriented, institution consisting of 13 departments and 2 institutes:
Mathematics and Statistics, Condensed Matter Physics, Physical Electronics, Theoretical Physics
and Astrophysics, Chemistry, Biochemistry, Research Centre for Toxic Compounds in the
Environment, Experimental Biology, Botany and Zoology, Anthropology, Geological Sciences,
Geography, National Centre for Biomolecular Research, Physics of Earth and Botanic Gardens.
The Faculty operates independently within the University system and uses its own financial
controls. The Faculty is well known in producing prominent scientists in both theoretical and
applied sciences.
As to its size and complexity, the Faculty of Science MU corresponds with the average size of a
Czech university.
Due to the complexity of the Faculty, certain decentralisation and autonomy of individual faculty
departments, heterogenous nature of the University as a whole, and taking into account the
profound changes the HR Award brings to an institution, it was decided to start this process at
the FoS as a pilot project first. Other faculties will follow, some are already in the preparation
process. This was consulted with the EC and since an agreement was met, the FoS has, as one of
the 2 strongest university research units, endorsed the European Charter and Code for
researchers separately and started to design its own HRS4R Gap Analysis and Action Plan. The
Faculty will, using its experience from implementation of the HR Award serve as an advisor to
other faculties as well as a university HRS4R ambassador. The HRS4R preparation and
implementation was already introduced to HR team members from all university faculties at a
yearly gathering.
The HRS4R at the FoS is part of the broader university HR strategic project - “Development of
Human Resources and MU’s International Research Orientation” (HR4MU), which is co-financed
by the European Union. The HR4MU project consist of 4 parts – HRS4R at FoS, HRS4R at CEITEC
(Central European Institute of Technology), Research Evaluation and Research
Internationalisation, and is fully aligned with the MU Strategic Plan and the FoS Strategic Plan.
Implementation of HRS4R is strategic priority for the FoS. Therefore, external HR experts were
hired to enhance the existing faculty team using their HR experience gained in international
companies and HR transformation projects. They are members of the Work group/Expert team.
Additionally the Steering Committee and Work Group, see the HR Award project Organisational
Chart, have been set up. The “HR Award team” represents a separate unit positioned directly
within the Dean’s Office in the FoS structure, which underlines the importance of the project for
the FoS.
All the above mentioned 3 project groups will be fully involved in the HRS4R Action Plan
implementation at the Faculty during the estimated November 2018 – November 2020
Implementation of the Action Plan till the Interim Assessment and estimated December 2020 –
December 2023 Implementation of the Revised Action Plan. For detailed involvement, see in the
Implementation Checklist for individual groups.
As to the Action Plan implementation period, we are planning implementing actions throughout
the whole period, till 2023, i.e. not only for 2 years till the Interim Assessment, but for the full 5
20
years till the Revised action plan implementation assessment (36 months after the Interim
Assessment) and the site visit are due.
As to logical sequence of the individual action points in the Action plan, we have identified 5
core action points no matter to which principle group they are related to, for which we divided
the implementation into 2 phases – the Pilot study/Preparation and the Implementation itself.
Other action points follow in the sequence of their relation to individual principles/principle
groups.
Make sure you also cover all the aspects highlighted in the checklist below, which you will need to
describe in detail:
Checklist *Detailed description and duly justification
How will the implementation
committee and/or steering group
regularly oversee progress?
free text 500 words maximum
Steering committee will also act as the
Implementation committee. Monthly electronic
updates and quarterly reviews will be a permanent
agenda task at the Faculty extended Dean’s Board
meetings.
How do you intend to involve the
research community, your main
stakeholders, in the implementation
process?
free text 500 words maximum
* Researcher Focus Group Follow up reviews will
take place Semi-annually/Annually till the Interim
assessment in 2020, and further schedule for the
Revised Action Plan implementation will be set up
in 2020. At the follow up reviews, where detailed
Action plan fulfilment will be regularly reviewed,
feedback will be collected and recorded.
Representative of the Researcher Focus Group is a
member of a Steering committee.
* Work group (Department Heads = R4
researchers, and HR Department Head) will be
part of the quarterly review at the Faculty
extended Dean’s Board meetings, where detailed
Action plan will be followed up on, in addition to
the monthly electronic updates.
* Action Plan detailed Gantt Chart will be created,
published and regularly updated on the Faculty
HRS4R Website
* Communication and dissemination of the action
plan implementation status will be conducted as
follows:
- At the Steering committee and Work group
quarterly reviews,
21
- Researcher Focus Group Follow-ups Semi-
annually/Annually
- Regular communication to the Faculty staff via
regular Faculty newsletter
- Regularly updated faculty HRS4R website
How do you proceed with the
alignment of organisational policies
with the HRS4R? Make sure the HRS4R
is recognized in the organisation’s
research strategy, as the overarching
HR policy.
free text 500 words maximum
Dean’s Instruction positioning HRS4R
implementation as a Faculty HR Strategy has been
issued and published on the Faculty HRS4R
website and the Faculty Strategic Plan 2016 -2020
will be updated with the HRS4R priorities for 2019.
How will you ensure that the proposed
actions are implemented?
free text 500 words maximum
We will ensure the proposed actions are
implemented via the project governance described
in previous sections of the checklist and as follows:
* HW Award Expert team fortnightly operational
meetings, including “Implementation sub-work
groups” created based on ownership of individual
AP Action items (consisting from HR, PR, IT,
Research representatives based on the related
topic)
* Dedicated Sharepoint section and/or faculty
shared drive will contain shared space – repository
of documents created by the “Implementation
sub-groups”
* Faculty Employee Satisfaction Survey will be
conducted in the end of the Revised Action Plan
implementation phase.
How will you monitor progress
(timeline)?
free text 500 words maximum
We will monitor the Action Plan progress and
timeline based on the detailed Gantt chart created
for the HRS4R Action Plan, on Faculty extended
Dean’s Board quarterly reviews, i.e. the Steering
committee and the Working group reviews.
How will you measure progress
(indicators) in view of the next
assessment?
free text 500 words maximum
We will measure the Action Plan implementation
progress - indicators via following and regularly
reviewing the detailed Gantt chart created for the
HRS4R Action Plan, containing the Action Status
and specified indicators, for which data will be
22
collected in regular review periods corresponding
with pilot and implementation deadlines of the
individual action points.
Additional remarks/comments about the proposed implementation process:
free text 1000 words maximum
PRACTICAL INFORMATION:
* Full list of regulation documents and websites – internal document accessible to EC Team
from the Online tool.
* Faculty HR Award Organisational Structure see here.
* Details on the Faculty of Science MU see here.
* HR Strategy of the Faculty of Science MU see here.
NOTE TO TEMPLATE 2 - GAP ANALYSIS – FIELD “INITIATIVES UNDERTAKEN”:
For the field “Initiatives undertaken” we have, in text, described the current practice
(“Current status”) and listed supporting documents and websites (“Supporting regulations and
websites”).